Purpose This study examines how non-governmental organizations (NGOs) in Uganda navigated the dual health crises of Ebola and COVID-19, focusing on the crisis management strategies and resilience-building mechanisms employed to sustain operations and deliver essential health services. The research seeks to understand how organizational structures, leadership approaches, and community engagement contributed to adaptive capacity in the face of severe public health disruptions. Design/methodology/approach A qualitative research design was employed, involving in-depth, semi-structured interviews with 30 program managers and emergency response coordinators from leading NGOs, including BRAC, AMREF, and the Uganda Red Cross. Data were analyzed using thematic analysis, guided by a resilience and crisis management framework, to identify patterns and strategies relevant to health emergency contexts. Findings The analysis revealed five core strategies underpinning resilience: (1) preparedness and early warning systems that enabled rapid mobilization and proactive risk mapping, (2) adaptive leadership and decentralized decision-making that ensured timely, context-specific responses, (3) resource mobilization and partnership networks that leveraged local and international collaborations for operational continuity, (4) staff well-being and psychosocial support mechanisms that maintained workforce motivation and safety, and (5) organizational learning and post-crisis adaptation, where lessons from previous outbreaks strengthened agility and coordination with government and international health agencies. Practical implications The findings provide actionable insights for NGOs, policymakers, and global health actors on integrating resilience principles into health crisis management. Strengthening local partnerships, embedding flexible operational structures, and investing in staff well-being are critical to maintaining service continuity in resource-limited settings during public health emergencies. Originality/value This study is among the first to provide a comparative qualitative analysis of NGO crisis management practices across two major infectious disease outbreaks in Uganda. By integrating perspectives from frontline managers and coordinators, it offers context-specific lessons on resilience that bridge humanitarian action and health systems strengthening in Sub-Saharan Africa.
Kyambade et al. (2026) studied this question.